ibsfinalpaper_robbins-3

2015

Marianna Robbins California Lutheran University 1/11/2015

International Business Seminars:

!1IBS WINTER 2015: MARIANNA A ROBBINS: CLU

Abstract

This paper will discuss the various concepts presented during the Winter MBA 2015 program

with International Business Seminars; where I and various others from multiple universities, visited

seminars in both Paris, France and London, United Kingdom. Within this research paper, academic topics

that were discussed during the program will be presented and a description of the associated activities will

be provided. The first portion of the paper will relate to the formal visits that were made during the

seminar. For France, these visits will include 3M France (Labussiere 2015), Paris Chamber of Commerce:

Living and Working in the European Union (Brown 2015) Esso/ExxonMobil (Du Granrut 2015).

Lockheed Martin by Caron Hooper, Pauline Harding, Alan Lines, Jon Varley, Richard Muir, Graham

Merritt, and Andy Mumford, (2015), Wimbledon Tennis Championships (Jones 2015), and Lloyd’s of

London by Fletcher and Erswell (2015) will relate to the visits conducted in the United Kingdom. A case

analysis of one company in particular will presented more in depth, where company overview will be

addressed and the firm’s current practices. The following company I will be covering for this sector will

be Lloyd’s of London. As described, I will provide a personal recommendation of issues that should be

improved within their firm, in relation to organizational behavior and marketing. Finally, an in depth

analysis of the countries that were visited will also be provided. Since I took this seminar in order to

complete 6 final units of my MBA in General Business Administration, my hope is to apply a small

portion of personal, but professional, contribution along within academic insight when discussing the

various subjects for this final paper.

Keywords: Cultural differences, branding, marketing, corporate structure, practices, economic structure.


Table of Contents

Part I: Formal Visits 3 ........................................................................................................................................................

3M France 3 .......................................................................................................................................................................

Graham L. Brown - Paris Chamber of Commerce 6 .........................................................................................................

Esso/Exxon Mobile 10 .......................................................................................................................................................

Lockheed Martin UK 13 ....................................................................................................................................................

Wimbledon 17 ....................................................................................................................................................................

Lloyd’s of London 21 ........................................................................................................................................................

Part II: Case Study 24 ........................................................................................................................................................

Lloyd’s of London 24 ........................................................................................................................................................

European Union - France 34 ..............................................................................................................................................

United Kingdom - England 36 ...........................................................................................................................................

Conclusion 39 ....................................................................................................................................................................

References 41 .....................................................................................................................................................................

Appendix 43 .......................................................................................................................................................................

Appendix A 43 ...................................................................................................................................................................

Appendix B 44 ...................................................................................................................................................................

Appendix C 45 ...................................................................................................................................................................

Appendix D 46 ...................................................................................................................................................................

Appendix E 47 ...................................................................................................................................................................

Appendix F 48 ..................................................................................................................................................................

Appendix G 49..................................................................................................................................................................


Part I: Formal Visits 3M France

Background

During the 3M France business seminar, Anne Labussiere (2015) discussed 3M’s perspective on

innovation and advancement. What was known as Minnesota Mining and Manufacturing Company, the

firm was founded by five business men named Edgar Ober, Lucius Ordway, John Dwan, William L.

McKnight, and A.G. Bush in 1907 (Labussiere 2015). These individuals began mining stone from

quarries with the intention of formulating sandpaper products. However, the firm struggled with quality

and marketing approaches (Labussiere 2015). Thus, the management chose to allow the workers to

innovate and develop new products (Labussiere 2015). By the year 1929, 3M had made its first moves

toward international expansion by forming Durex as a doorway to conducting business in Europe

(Labussiere 2015).

Presentation and Tour In summary, 3M employs 2,900 within France as well as operates three production facilities

within the country that includes a holding a technical center, research and development laboratories, and

finally, two European Distribution Centers (Labussiere 2015). One aspect that I found to be highly

educational was the fact that 3M makes numerous products that is meant for various industries

(Labussiere 2015). The five leading industries the 3M produces for includes the consumer industry, the

electronic/energy industry, the healthcare industry, and the graphics and safety industry (Labussiere

2015). When discussing their vision further, Labussiere (2015) made it clear that they like to work from a

stance that promotes growth and leadership, which are key elements to providing international expansion

(Labussiere 2015).

The tour that was given after the presentation related to 3M current product industries, which are

tied to consumers, electric and energy, healthcare, industrial, safety and graphics (Labussiere 2015).

When on the tour, discussions on how these products were utilized were brought forth. For instance, 3M’s

consumer industry is meant to simplify information as well as clean and protect the environment while the


electric energy sector’s goal is to project power and share information (Labussiere 2015). The health care

industry of 3M works closely with dental and orthodontic solutions, yet, is also makes products that treat

infections, enable medical delivery, and finally, protect food supplies (Labussiere 2015). The safety and

graphics sector formulates items that enhance visual and design communications as well as protect

information and society, in general (Labussiere 2015).

Additionally, this mindset helped 3M to build a positive reputation, for it was stated that 3M is

currently considered to be one of the top 100 companies that are well trusted (Labussiere 2015). However,

I believe that their philosophy of aiding mankind, has been key to winning customers over. With that, 3M

has made it an effort as well as a major goal to make their work ethic and production facilities become

environmentally friendly (Labussiere 2015). For example, from the year 1990 to 2011, 3M cut down their

fuel emissions by 72% (Labussiere 2015). When discussing community citizenship, donations of cash and

personal products in 2013 totaled over $60.2 million within the United States (Labussiere 2015).

Personal Insight

In reference to the International Business Seminar criteria, I would rate this presentation an 8 out

of 10 scale since this presentation aided me in understanding international businesses orientation as well

as ethical marketing practices. From what I discovered, 3M considers itself a collection of curious minds

which have come together to aid in advancing other firms through providing them with their products as

well as express their vision during their development process (Labussiere 2015). Since I currently work in

the field of marketing and have some experience with merchandising; I, from a personal standpoint,

believe 3M has been highly successful on an international level. The firm has successfully found the

customer need as well as their target market. For one must note, the firm holds a stance in 70 countries

and is selling products within 200 nations across the world (Labussiere 2015). As stated by Labussiere,

herself: “Our goal at 3M is to help the customer feel better, we do this through simplifying

communication and the organization itself…” (Labussiere 2015).

Overall, I could not help but relate the firm’s marketing strategy to the concept of trust

orientation, something I had to stress frequently while being a Merchandiser with Chloe + Isabel, a


jewelry designer company that is based on “social empowerment.” Having a sense of trust is important on

various levels. Most societies expect trust as well as an honoring of promises. If this fails, then there are

types of consequences that can occur depending on the culture. Some leaders believe that marketers are

being confronted with a new orientation, which can be referred to as trust orientation. With the fact that

this concept is relevant through many religions and cultures, I think that it is accurate to state that this is a

relevant concept when dealing with businesses. As mentioned O.C. Ferrell and Michael D. Hartline

(2014) in Marketing Strategy:

“…due to the loss of faith in many types of businesses and organizations, some believe that "trust" must be

rebuilt,” (Ferrell, Hartline 2014).

There are a number of reasons which relate to why I believe that the idea of, “trust orientation,”

has become an important matter within the national and international marketing world. One major reason

has to do with the social impact of corporate failure as well as the failure of business ethics in firms

during the late 1990’s, early 2000’s; hence, Enron and WorldCom, as seen in Ferrell and Hartline’s (2014)

book. Second off, customers now have more access to widespread information thanks to the internet.

Customers have a higher ability when it comes to manipulating businesses as discussed by Ferrell and

Hartline (2014). To dwell more on the ethics standpoint, the need of trust and security is even more

important due technology.

“Though customers appreciate the convenience of e-commerce and mobile access to information, they want

assurances that their information is safe and confidential,” (Ferrell, Hartline 2014).

Finally, concerning the social impact of corporate failure, we see that the overall definition of

marketing has constantly evolved over the past few years due to these elements. Currently, we are made

aware that marketing must meet both social and human needs. Within these needs, marketing must be able

to bear the effects it generates, whether the effects are positive or negative. With this being said, a

viewpoint which ties well with the concept of trust orientation is societal marketing, which is definitely

what 3M is trying to accomplish within its various leading industry sectors. In my opinion, the firm could

strengthen this aspects through emphasizing their public relations sectors as well as building relationships

with firms that hold similar philosophies.


As discussed by Ferrell and Hartline (2014), societal marketing is the theory in which a firm

should form a good marketing decision through considering a customer’s wants, requirements, and a

societies’ overall long-term interests. This sense of relationship marketing falls hand in hand with trust

orientation. As mentioned by Ferrell and Hartline (2014), the goal of relationship marketing is to maintain

long-term and mutually satisfying arrangements with the customer and seller which is concentrated on the

value obtained from the relationship made. If the relationship is broken, this trust must be rebuilt in order

to maintain profitability. In all, I believe that trust orientation is the modern form of marketing ethics; for

marketing ethics has the ability to build a long-term commitment from a relationship with a customer,

thus, giving a greater benefit to the firm on countless levels.

Graham L. Brown - Paris Chamber of Commerce Background

An overview of the second seminar entails the subject of living abroad as well as what is like to

work within the European Union. For this presentation, we met with Professor Graham L. Brown (2015)

at the Paris Chamber of Commerce. Overall, the subject of this seminar was related to European cultural

differences and perspectives and how this can promote or inhibit functions within business, especially

within the European Union (Brown 2015). Additionally, we received an historic overview of the European

Union and its members (Brown 2015). With this in mind, there were a number of proactive issues that

ignited topics such as what a person should consider prior to engaging in to European International

Relations as well as the motives for constructing an economic and monetary union between the many

mainland European countries (Brown 2015).

Presentation and Tour

Once entering the conference room and getting settled, Brown (2015) started off his presentation

with discussing general cultural stereotypes. He began with mentioning the fact that the French are

considered arrogant, “food snobs,” while the English are assumed as being clash conscious, unemotional,

and have, “weird,” food tastes (Brown 2015). Brown (2015) then discussed the general classifications of


the Germans, Italians, Greeks, the Dutch, and so on and so forth. The summary of his first point was

mainly that, “every country has the butt of its jokes…” (Brown 2015).

Where the presentation began to get interesting for me was when Brown explained European

Business Culture. In all, the continent of Europe consists of 28 languages, at least. Also, various areas

within these countries have a sense of diverse culture, which is reflected within their attitude (Brown

2015). When continuing with culture, Brown discussed the variations of Anglo-Saxon culture and Latin

based culture and how each approach professional and legal circumstances. For instance, Anglo-Based

cultures tend to founded on concepts based on the Magna Carata while Latin-Based cultures have

formulated their legal system on the remains of Ancient Roman Law (Brown 2015).

Though the international language within business is English, because of these attitudes, a sense

of miscommunication should always be expected (Brown 2015). To avoid this misconception, it is

advised that a person should try to soften accents, avoid idiom usage, use simplified language, and finally,

check if the message was properly communicated (Brown 2015). Brown also made a strong point that the

“present is always shaped by the past,” (Brown 2015). With this in mind, Brown (2015) mentioned that

due to Europe’s long and rich history, the “tribal roots,” of the various countries do run deep, and thus,

this reflects in cultural backgrounds as well as the various national perspectives. To add, there are

continuous issues with Russia and Saudi Arabia which bring into question of, “where does Europe

actually end?” (Brown 2015).

Through the formation of the European Union, it must be noted that Europe has been subject to

various forms of civil dispute which as altered cultures through history (Brown 2015). One rule of thumb

that Graham Brown (2015) mentioned was that countries that have trade bonds together do not fight each

other in war. With this, the formation of the European Union is still a work in progress. However, all

within it have hopes of leading the concept to a full political, economic, and monetary union that will be

able to collaborate with larger nations with strong economies (Brown 2015). A great example of political

and fiscal union that was formed was the agreement to create the Euro. According to Brown (2015), this

shows that success is in the mist.


Personal Insight

In all, I found the presentation to be very eye opening. Though this presentation highly addressed

concepts relating to global practices, I would rate this presentation a 7 out of 10, merely since it did not

pertain primarily to my professional background. To add, the presentation was a discussion of cultural

facts verses a matter which a person could consult or suggest solutions. However, I still very much

enjoyed the seminar. When taking part in the seminar, the first thing that came to mind was the research

that was conducted by Geert Hofstede and his insight on cultural differences. As stated by Geert Hofstede

(1993) in, Collective Management and Theories, the definition of management can be referred to as a

collective programming tool that organizes as series of groups or dimensions within the certain

organization or society. Hofstede (1993) also states that communication is an exchange of connotation

which expresses what an individual “means.” When working or making a transaction on a global level,

one has to be aware that there is a risk of miscommunication as well as not make strong assumptions.

With that, aspects such as converging meanings and standing back from one’s self can be applied to both

ends of the spectrum; both the buyer and seller. I think that the use of this perspective as well as the aid of

technology is the reason why international business has continued to expand.

Since my career field is in marketing and advertising, which is tied to both social media and

direct marketing: I was reminded of an example which I utilized in my international businesses courses,

which discussed targeting different target markets on an international level. To express the how American

culture pertains to the modern environment, expressed within the Appendix is two advertisements that are

geared toward selling the same product (Herbal Essence’s new product: Naked) to a certain age range of

customers. One ad is meant for the American Audience while the other pertains to a German audience. In

the early 2000’s, Herbal Essence was known for it’s tagline: “Yes! Yes! Yes!” which gave off the

insinuation of a “totally organic experience,” (Misener 2012).

When looking at the American advertisement (Appendix A), the product is clearly shown along

with a woman with bare skin, which accentuates the message that product is barely there, hence “naked.”

No words are written to describe the product, other than what is depicted on the label as well as the


hashtag: #getnaked, (see Appendix A). This is a typical United States advertisement due to the fact that

the photo has a short message and to the point. To add, the advertisement is highly masculine since it

displays a strong sense of feminine sex appeal, at least from the, “American male,” perspective. Also, the

concept of the nude female being the centerpiece of the photo expresses characteristics of individualism

and what the feminine figure within a masculine society is meant to aspire to.

The second advertisement is a Facebook photograph of the same product, except, it is geared

towards German customers (Appendix B). Here, the theme of sexual appeal is less emphasized, but the

philosophy of individualism over a “masculine perspective,” is strongly indicated. This is due to the

phrase expressed in the ad, “mir braucht es nicht natürlich geschmeidiges hair,” which translates literally

to English as, “I do not need naturally smooth hair.” Additionally, the nude female is placed to the side

with an orange slice covering up a majority of her, which makes the message less sexual and more

empowering to the target customer on a personal level.

The major difference I see between the two advertisements is the expression of social

expectations when attempting to sell the product. Due to the fact that the United States is a highly

masculine culture, the selling point of the product displays the concept of the “ideal woman.” In other

words, when women are sold beauty or apparel products within the U.S., it seems that the major driver is

that the product makes one beautiful or desirable to the male idea, or what women are expected to be

within a man’s eyes. The German product clearly focuses on the fact that women do not need to be

accepted, in reference to the following message. Adversely, they have the power to buy a product that

suits their needs of being a female, in general. With this, I thought this example was a good illustration of

Graham Brown’s (2015) overall point, which was that every country has a different culture and

perspective, yet, in the modern environment, we still can communicate our message in different ways in

order to get a certain point across. To get past this, one must apply Hofstede’s framework and be aware

that one should not jump to certain cultural assumptions abroad, for it is crucial for business success.


“Culture is a construct, that means it is “not directly assessable to observation but inferable from verbal

statements and other behaviors and is useful in predicting still other observable and measurable verbal and

nonverbal behavior,” (Hofstede).

Esso/Exxon Mobile Background

At this seminar, we were given a presentation by Gwenola Rivoal (2015), the Communications

Contact at Esso/ExxonMobil (Rivoal 2015). Esso, is the international trade name for ExxonMobil, which

is an American Energy company (Rivoal 2015). Esso is a phonetic version of the initials of the pre-1911

Standard Oil. As a result, the SO in Esso stands for “standard oil” (Rivoal 2015). However, this line of oil

became a topic that concerned many litigations within the United States and thus has undergone many

legal restrictions (Rivoal 2015). In the year 1972, the Exxon brand became to core of usage for U.S.

consumers, while the Esso brand was utilized in other countries, such as France (Rivoal 2015). As of

today; the Exxon Mobile Corporation is considered to be the most largely traded energy company,

primarily leading in oil and gas as well as possessing the largest inventory for energy resources (Rivoal

2015). To add, it is a market leader when refining petroleum products, making it one of the largest

corporations in the world (Rivoal 2015).


The concept of safety among employees and visitors to their facilities was highly stressed (Rivoal

2015). As a result, it was made clear that the safety of others is a major corporate policy as well as an

ethical philosophy that is highly rewarded among the Esso/Exxon corporate culture. In this, the company

was proud to share that employees have completed 150,000 work hours without an accident during their

most recent upgrade project (Rivoal 2015). Their most recent figures expressed that the accident rate was

0, 23 (Rivoal 2015). This is the number of lost time during accidents.

Esso’s net income was -67 in 2013 due to the fact that the country’s taxation was high during this

period (Rivoal 2015). Additionally, Esso admitted that the competition has become stiffer over the past


years (Rivoal 2015). In France, refining, distribution, and marketing are major factors that have to be

stressed within the organization. The concept of refining relates to element such as optimization and

operations management that help process petroleum products and other chemicals (Rivoal 2015).

Distribution is completed either by boat, train, or pipeline which goes through intermediate terminals so

that they may be loaded on to trucks that give the products directly to customers (Rivoal 2015). The two

types of terminals which the products are processed through are S terminals and IS terminals. S terminals

are operated by the Esso corporation in France while the IS terminals are partially owned by Esso, but are

mainly operated by other corporate partners (Rivoal 2015).

Marketing Esso products in France is considered to be very difficult due to the fact that the

French culture find the topic of fuel efficiency and energy products to be a sensitive subject (Rivoal

2015). With that there are protocols that must be followed in order to make the advertising process

discrete (Rivoal 2015). However, Esso still has 630 stations in France, 5 motorway retail stations, 320

Esso Express retail stations, and an 800 million Euro added value average each year between 2008

through 2012 (Rivoal 2015).

When discussing Esso researched projections of the future, it must be noted that although France

has 8 active refineries, 75% of France’s electricity is sourced from nuclear power plants the other 25%

derives from other sources. With that, their research suggests that they may have to provide more gas

sources in the futures. Additionally, the future projection states that gas will be in higher demand over

diesel (Rivoal 2015). As a result, some major challenges that the company will have to overcome in order

to reach their goals will relate to Arctic drilling, liquefied natural gas, how to utilize hydraulic factoring,

and managing chemical demand due to China’s increased reliance on energy (Rivoal 2015). Personally,

this general forecast surprised me since many political leaders and researchers in the United States have

discussed the potential use of solar power and electricity over gas like products.

Personal Insight

In relation to this seminar, I personally would rate this presentation a 5 out of 10 due to the fact

that the Esso future projection seemed to have a bias opinion as well a strong sense of optimism on fossil


fuel as an energy source. As mentioned within the presentation, the topic of energy usage is a very

sensitive subject within France, therefore, advertising the product is not considered appropriate due to the

various political issues on the subject. Though advertising and promotion continues within the U.S., it is

still a controversial topic to discuss among many Americans. Energy independence, overall, is highly

important for the United States specifically, due to the history that has continued with the Middle East.

The United States reliance on the Middle East for oil specifically, makes the American Economy very

vulnerable in the eyes of these foreign producers, especially since most these countries are displeased

with Western Civilization due to the religious freedoms and perspective.

Additionally, with the Islamic Terrorist Attack event of September 11, 2001, Boston Marathon

Attack of 2013, and even the current Paris Hostage Attack of 2015 that occurred during this following trip

(though the motives are still unclear) religious extremists may be well aware of American high oil

demand, thus, could potentially disrupt Eastern transports or pipelines, or even influence sympathetic

Saudi Arabian producers to heighten their prices, even if the law of demand states otherwise at that period

(Ascendant.) Here is what Democratic Massachusetts Senator, John Kerry, stated in his undertaking

promotion, "American Power Act: Decreasing our Dependence on Foreign Oil:"

“By reducing our dependence on foreign oil, we not only increase our energy - and national - security, but

we also create jobs. Every new electric vehicle we produce domestically, every time we explore for new

sources of natural gas or oil, we create jobs for Americans and build a stronger American

economy.” (Kerry.)

Through this, I cannot express how important it is for Americans as well as other nations to utilize

resources like electricity, solar power, and highly fuel efficient cars in substitution for just strict crude oil.

This aspects needs to be promoted in advertising campaigns both nationally and internationally, through

sensitively tapping into the needs of various cultural dimensions, as stated by Hofstede (1993). According

to the Natural Resource Defense Council, the construction of vehicles which barely utilize gasoline would

assist in preventing oil hikes across the United States for decades to come. Additionally, it would also

increase employment through the research process (NRDC.) Using vehicles with the alternate electrical

features as well as a higher efficiency of mile to the gallon will also cut our dependency, thus severing the


high intake of imported oil (NDRC.) Plus, the investment of clean energy would not only save reserves

for a longer period, but it would give Americans the ability to obtain energy at an easier rate, especially

electricity (NRDC.) As inventor, Thomas Edison, stated when confronted on his thoughts about oil

consumption in the mid 1930’’s:

“I’d put my money on the sun and solar energy. What a source of power! I hope we don’t have to wait until

oil and coal run out before we tackle that,” (Keenan.)

Lockheed Martin UK Background

Within the United Kingdom, our first seminar was with Lockheed Martin, an American defense

contractor. Like many companies within the following industry, the firm conducts business abroad within

countless foreign countries. Lockheed Martin UK headquarters is located in Ampthill, UK, a small town

and civil parish in Bedfordshire, England. As noted by the countless presenters for this tour, Lockheed

Martin Ampthill UK is the largest facility in the world, even when compared to many facilities across the

United States (Lines 2015). With that, Lockheed Martin has over 115,000 scientists as well as 60,000

engineers, scientists, and professionals (Lines 2015). Nonetheless, as discussed within the presentation,

there are countless protocols that must be followed, even when working along with country allies due to

security and foreign policies. This is due to the fact that many of LMUK’s products are long term, which

makes the barriers of entry to the business limited (Lines 2015).


Lockheed Martin UK has a number of capabilities that include defense, civil affairs, and heavy

manufacturing; all of which have been longstanding since 1957 (Varley 2015). The major business areas

include Vehicle systems, hence, complex missions, system integration, system design, special projects,

and finally, mission support (Varley 2015). Lockheed Martin has a strong set of ethical values which

relate to doing what is right as well as respecting others within the public and corporate setting (Varley

http://en.wikipedia.org/wiki/Civil_parishes_in_England


2015). As seen in Appendix C, Lockheed Martin sees its partners as “teammates,” in which they measure

towards their personal values along with their suppliers when conducting business.

Lockheed Martin’s has a strong desire to meet agenda goals which concern the firm’s strategic

planning process and capturing forecasts in order to meet the correct priorities (Appendix D). The strategy

vision can be defined as a long run plan for the firm. For Lockheed Martin UK, this is tied to the

structured process tailored to the Ampthill, UK business (Muir 2015). The strategy vision is conducted

through a series of phases that are as follows: Phase 1: Market Assessment, Phase 2: Revenue Streams

and Priorities and Phase 3: Strategy Development and Execution (Muir 2015). In all, the major objectives

in conducting the strategy vision are to test and challenge the strategy at every opportunity, find proper

business communication of the strategy vision and priories, and focus on long term growth for Ampthill

(Muir 2015). When discussing the Lockheed Martin UK Ampthill agenda specifically, the strategic vision

relates to becoming the number one armored fighting vehicle prim systems integration and design avant

as well as rising to being the corps European partner in their chosen adjacent markets (Muir 2015).

As of recently, Lockheed Martin UK has delivered significant growth. To add, they have

developed new and exciting opportunities toward skills development (Merritt 2015). From the perspective

of the company, this is strongly aligned to the Lockheed Martin corporate strategy (Merritt 2015) In this,

their program operations are tied to delivering programs through functional excellence which means

providing suitably qualified and experienced personnel to meet program needs (Merritt 2015). The

Functional Excellence Plan is meant to provide a set of lean processes and tools that are tied to issues

such as computer strategic, program timelines, capability needed, and gap analysis (Merritt 2015)

Additionally, the plan deals with assessment framework, capability, and gap analysis. Overall, the gap

analysis leads to personal development (Merritt 2015).

With this in mind, there a several commercial considerations that Lockheed Martin has projected

for its financial future. Some of these aspects include the LMUK Historic Customer Base, Defense

Equipment and Support, MOD strategic Technologies, and the United States Missile Defense Agency

(Mumford 2015). According to their research during the fiscal period, there was an approximate 85%

impact on the customer base. To add, the industry traditional returns are less than 10% and are continuing


to decline. With this, Lockheed Martin plans to reduce “customer,” budgets, have tighter controls, and

establish the customers who are demanding “more for less,” (Mumford 2015). Since their returns have

improved by 20%, Lockheed Martin states that it prefers to see other markets as key opportunities for

expansion. This is for the reason that the civil markets are very lucrative, other military markets are

potentially lucrative, and finally, the consumer culture is an ever changing environment (Mumford 2015).

Lockheed Martin’s commercial role and purpose is primarily responsible for structuring,

negotiating, administering, and closing out contracts and agreements to ensure the firm’s performance

obligations are accurately demonstrated (Mumford 2015). To add, it is obligated to making sure that its

interests are protected, its risks mitigated, and its financial objectives achieved (Mumford 2015). Since it

is a company that strongly relies on the contract life cycle, the contract is the one instrument that

affirmatively defines the relationship between the buyer and the seller (Mumford 2015). From a

governmental stance, the firm is also responsible for keeping Program and Executive Management

informed of significant potential and actual contractual matters (Mumford 2015).

Personal Insight

When rating the following seminar, I would have to rate this a 6 out of 10. Though it was

interesting viewing the various prototypes as well as having the experience of touring the facility, I had

trouble fully comprehending the company perspective since I do not have strong professional experience

with government contracting, especially when it is tied to military weaponry. However, in reference to

their international company protocols; Hofstede (1993) states that the definition of management appears

to be dictated by norms which seem to be held more relevant as well as been consistently reinforced in a

society. These realms can be related to Hofstede’s classifications of Power Distance, Individualism,

Collectivism, Masculinity/Femininity, Uncertainty Avoidance, and Long-term/Short-term Orientation.

From a marketing perspective, both American Business and Consumer Culture are identified as

having low power distance, individualistic tendencies, having a highly masculine culture, moderate

uncertainty avoidance, and possessing long-term orientation ideology (Hofstede 1993). In Chapter 2 of,

International Dimensions of Organizational Behavior, by Nancy Alder and Allison Gundersen (2007) as

well as Geert Hofstede’s points (1993), power distance is defined as how a lower level employee reacts to


more powerful members and their decisions. In business cultures with high power distance, employees

normally do not question their employer’s authority due to the fact that it reflects insubordination. Due to

security purposes and international relations, Lockheed Martin UK appears to be a corporate environment

that hold the characteristic of high power distance, which I believe has the potential to limiting

productivity.

When looking at the company’s commercial considerations, Lockheed Martin seems to be very

goal oriented when projecting and reaching marketing goals. According to Ferrell and Hartline (2014),

corporate affairs is the collection of activities which aim to properly market an organization. To add, it

also tackles and attempts to maintain the ideals of stakeholders as well as deals with company issues.

Overall, the actions that corporate affairs can be involved in may vary. However, some of the main

accomplishments should normally include corporate communication, government relations, investor

relations, corporate philanthropy, corporate sustainability, and policy analysis. The Lockheed Martin UK

department appears to have a strong stance with communication, policy analysis, and government

relations. However, due to the modern environment and the firm having a reputation for being a weapons

company, aspects in which I could see their corporate affairs department working on is collaborating with

the firm’s marketing department in order to develop audience solutions in regards to corporate

philanthropy and sustainability.

“One way to think about corporate affairs is that it includes all of the organization’s marketing activities not

directed at the end users of its products,” (Ferrell, Hartline 2014).

As noted by Ferrel and Hartline book, Marketing Strategy (2014), corporate communication is an

action that is aimed in telling the organization’s story and promoting goodwill among a number of

stakeholders. This also includes elements such as employee relations, public relations, media relations,

public affairs, and corporate image advertising. If the firm is looking to expand further as a business other

than primarily relying on being a contract based firm, Lockheed Martin UK should strengthen its media

ties so that it could rebuild its reputation with public relations. The media has a strong power in

influencing public opinion, and thus, giving clear communication with the press could reflect a sense of


humility and honesty; virtues which could assist corporate image. To add, it could also aid in preventing

future mishaps that could occur in relation to its high power distance environment (Hofstede 1993).

Though there is no right perspective to which culture is best for a company; there is one study I

found that expressed that the decrease of power distance within the health industry aided in promoting

positive patient outcomes (Schoenfelder 2014). According to the article, the hierarchical structure of the

healthcare industry has caused more harm to patients due to inefficiency to properly fix errors when made

(Schoenfelder 2014). This issue will be discussed later in this paper.

“Perpetuating a high level of power distance in the healthcare industry continues to make patients

vulnerable to many common negative outcomes.” (Schoenfelder 2014).

Wimbledon Background

During the beginning of our Wimbledon Championships seminar, the International Business

Seminar group got the opportunity to tour the redesigned Wimbledon Lawn Tennis Museum. It was

interesting to see the interactive tour as well as how the venue was. However, the reason why this was so

became clear once we received the company presentation from Ashely Jones (2015), the Wimbledon

Commercial Manager. Overall, the major aspect which has made the Wimbledon Championships

successful is through the organization’s experimentation with marketing and branding techniques (Jones

2015). These concepts relate to marketing itself to local visitors as well as through international tourist

relations and accommodations (Jones 2015).


In reference to the presentation, Ashely Jones (2015) stated that Wimbledon has had two major

museum openings in its existence. In order to meet consumer needs, the Wimbledon corporation created a

newer venue for the museum, which was technology based, in order to fit the modern environment as well

as appeal to a wide range of customers (Jones 2015). Major obstacles during their re-opening included

public relations disadvantages, the timing of its re-opening, and the correlation between the volume of


existing literature about them “Wimbledon purpose,” (Jones 2015). Various periods where investments

within the organization’s standing include the years 1977, 1985, 1996, and 2001 (Jones 2015). In all, most

of these investment plans, except for the final investment in 2001, failed due to the failure to deliver a

clear and identifiable brand for the Wimbledon Lawn (Jones 2015).

According to Jones (2015), it wasn't until the, “Master Plan Process,” that there was success in

Wimbledon’s corporate branding and marketing technique. Some key elements related to the fact they

needed to simplify their message as well as promote verbal communication both internally and externally

(Jones 2015). To add, the organization projected that they needed to use a smaller budget. In 2001,

Wimbledon utilized a budget that consisted of 145k in pounds which is approximately $220k in American

currency (Jones 2015). The implementations proved to be highly successful since Wimbledon has been

continuously nominated for numerous PR awards as well as receives extreme championship coverage

from national and international media (Jones 2015). Additionally, Wimbledon has established new

markets in countries such as India, China, Japan, Germany, Central Europe, Scandinavia, and Brazil due

to their language translation and expansion across multiple global venues (Jones 2015). Jones stated that

some of this can be credited to the impact of social media and smart phone technology.

To strengthen its marketing tactics, Wimbledon has applied the aspect of corporate branding to

many of its concepts. Most of these include design aesthetic and products formulation (Jones 2015). One

great example of its “design,” through branding is by requiring participants within a tennis event to wear

white. This is for the reason that the Wimbledon corporate theme is, “Tennis in an English

Garden,” (Jones 2015). To add, Wimbledon has worked hard to build long-term relationships with well

branded, “designer,” companies such as Rolex Watches, Ralph Lauren Apparel, and Mather & Co. (Jones

2015).

Due to its high success rate, Wimbledon chose to create a series of plans in which all the staff has

widely participated through their contributions (Jones 2015). The first one involved a long-term plan

which related to museum building improvements. Specifically, one of the major plans was building a new

roof for the facility. The roof plan had a laid out projection of goals which was mapped out over a 4 year

period from 2005 to 2009. Through working on this plan, Wimbledon has seen a stronger percentage of


attendance after 7 years of re-opening its museum. Starting in the year 2000, Wimbledon received a

ticket revenue of $295k, which is more than what the firm initially budgeted for when formulating its

marketing sector. Throughout the years, this revenue has gradually increased ever since (Jones 2015).

Personal Insight

Overall, I would rate the following tour and presentation given at Wimbledon a 9 out of 10. This

is due to the fact that I felt that I could completely understand this presentation since it pertained to my

career experience in marketing. Additionally, since have I worked as a Brand Ambassador for several

corporations as well as being a “International Digital Ambassador,” for the International Business

Seminars MBA tour, I think that there was much for me to take away from this presentation, especially

when discussing corporate branding, word of mouth marketing, and social media marketing. Also, the

tour of the grounds, itself, was highly spectacular,

In reference to Customer Behavior: A Managerial Perspective, by Jagdish N. Sheth, and Banwari

Mittal (2004), motivation can be referred to as the driving force for certain human behaviors. Generally,

motivation holds two components, which relate to drive and goal-object. Drive can be defined as the

tension that produce consumer actions while a goal-object is something in the external environment which

can aid in reducing customer tension. When looking at factors which feed customer motivation, the three

major elements are needs, emotions, and psychographics. Needs relate to customer desires which relate to

a current state, emotions tie to personal experiences and autonomy, and psychographics are the balance

between needs and emotions.

Thusly, psychographics relate to issues such as value, self-concept, and consumer lifestyles.

Originally, Wimbledon stated that it had trouble tapping into finding consumer markets because it was

having trouble fitting into consumer needs with the modern environment. However, through altering its

strategy to fit technology, its brand awareness increased. This is because much of consumer value is now

based on connivence and instant information thanks to smart technology. Wimbledon, like many other

corporate firms, discovered that social media, photo sharing, and open access (both virtually and

physically), are easy ways to promote brand awareness, strengthen consumer relations, and thus, build a


strong public reputation. However, if I were to make a suggestion to strengthen this area opportunity, I

would suggest that Wimbledon should open a Social Media Ambassador program in order to expand their

branding on an even larger global level.

In all, needs and emotions are highly complex in that there are many theories on how people

perceive these elements as well as what drives their decisions. In my experience with face-to-face

marketing, finding the need can be challenging since there are various niches of consumer culture, which

means one has to alternate their tactics when “stressing the deal.” Social media is different since it seems

that there is surprisingly more opportunity for interaction since it is already catered to customer

convenience, yet the downfall is the lack of persuasion through physical interaction. In reference to Sheth

and Mittal (2004), various models which can be tied to customer needs are as follows: Maslow’s

hierarchy of needs, Ernest Dichter’s Consumption motives, and Murray’s list of needs. To add, there are

deeper concepts which can influence marketing choices such as arousal, cognition, and attribution. A

model that can be tied to emotion would be Schachter’s two-factor theory, while the type of emotions that

can be expressed through customer behavior can be fear, anger, joy, sadness, acceptance, disgust,

anticipation, and surprise.

Overall, Wimbledon is a great example of a company that has successfully found its perfect place

with branding as well as behavioral brand loyalty. As also discussed by Sheth and Mittal (2004), brand

loyalty is a customer’s consistency with repurchasing a certain brand of product. This constant idea of

repurchase is defined as behavioral brand loyalty. According to Sheth and Mittal, there are two ways to

view brand loyalty. These two point of views relate to brand loyalty as a behavior and brand loyalty as an

attitude. The difference between attitude base brand loyalty and behavioral based loyalty is the fact that

attitude brand loyalty is tied to biased opinion while behavioral loyalty is related to consistency. Ways in

which behavioral brand loyalty can be measured is through the proportion of the purchase, the sequence

of the purchase, and the probability of the purchase. In all, behavioral brand loyalty is important in that it

has the ability to measure the consistency of certain purchases, which can help businesses point out target

markets through customer behavioral practices. As we can see with Wimbledon, brand loyalty, in general,


is a good benefit for a firm to possess since it could build customer relationships, and thus, promote long-

term profitability for the company as well as boost their business reputation.

“…businesses everywhere are recognizing the importance of understanding customer behavior as a key of

their success. It is the first step toward meeting the challenges of the exciting world of businesses,” (Sheth,

Mittal 2004).

Lloyd’s of London Background

Besides having a rich building interior, Lloyd’s of London has shown to be a company that is

abundant with living history as well as a unique business structure, as presented by Peter Fletcher (2015).

The firm is a 325 year old company that was founded by Edward Lloyd (Fletcher 2015). Lloyd founded

Edward Lloyd’s Coffee House in 1688, at least, this was when it was first mentioned in the London

Gazette (Fletcher 2015). However, what made it into the business that it is today was the fact that frequent

customers of the shop, who were also mariners, began practicing the early foundation of formulating

insurance policies in order to make up for ship losses. As a result, Lloyd began to charge these,

“customers,” rent due to their loitering habits (Fletcher 2015). In reference to the corporation of Lloyds,

this firm is now known for overseeing issues that relate to international markets, business development

claims, and operations (Fletcher 2015).


In all, the company sustains its reputation through efficiently operating with issues such as

reinsurance risk and specialist insurance (Fletcher 2015). By the 1730’s, Lloyd’s began to dominate

financial issues such as shipping insurance, which eventually brought it to an international scale,

especially during the time of the Napoleonic Wars (Fletcher 2015). As of today, Lloyd’s of London is

home to 56 managing agents. To add, it has 91 syndicates which have a strong concentration towards

underwriting as well as other important aspects (Appendix E). After going through the Lloyd’s security

check, we were lead to a conference room where we reviewed a detailed account of the company’s

historical background. We also got an overview of how the Lloyds company structure functions (Fletcher

2015).


From coffee house to “cyber risk,” market; the company has still been based on the foundation of

risk for over three centuries (Fletcher 2015). In relation to the year of 2011, there was a unprecedented

level of national incidents in which Lloyd’s backed through insurance based purposes (Fletcher 2015).

One of the major incidents of this year included the 2011 Japan Earthquake and Tsunami

Incident:Operation Tomodachi, one in which I witnessed as well as evacuated from since I lived in Japan

during this period. Overall, the syndicate economic loss for this year was approximately $435 billion in

American dollars. In general, Lloyd’s of London provides insurance for a majority of the world’s largest

markets and companies (Fletcher 2015). However, as noted by Fletcher (2015), the firm does not provide

insurance to North Korea and other hermit kingdoms.

The corporation of Lloyd’s still conducts business face-to-face in the modern environment. Their

relationship with the underwriting team is said to encourage innovation and expansion (Appendix E).

Business flow is stated to be sent through by policyholders, brokers, and cover holders, where the

information is sent to managing agents and then passed down to the syndicates (Appendix E). Capital

flow from members is syphoned in the same manner through the company’s market system (Appendix E).

Overall, the insurer financial strength and corporate design is a complex structure. The company has a set

of assets and mutual assets which are broken up between three links. The first link is tied to syndicate

level assets, which currently valued at 42 billion pounds. In all, the premiums to syndicates are held in its

premium trust funds and is the first resource for paying claims (Fletcher 2015). The second link involves

the member funds of Lloyd’s in which each member provides capital to support the firm (Fletcher 2015).

The third link, which totals to 3 billion pounds, is the central fund that is available at the funds concerning

the Council of Lloyds, which is meant to meet any valid claim that cannot be met by the resources of any

member (Fletcher 2015).

In the year 2012, the firm’s profit before tax was 2.78 billion pounds for the full year, and for

2013, it had a combined ratio of 86.8%. In this, the profit for the full year prior to taxes in 2013 was 3.2

billion in pounds (Fletcher 2015). When looking at the company’s members, their geographical split was

mostly among the United States and Canada, which consists of 43% of their member population (Fletcher

2015). When members invest in insurance, the largest investment is currently in reinsurance, 37%, while


the second largest in related to property insurance, 23% (Fletcher 2015). Insurance areas in which Lloyds

does not cover include financial crisis, war on land, and life insurance. In this, we learned that some of the

strangest content can be insured by the firm. As of recent events, this can include hair, teeth, body parts,

and even the, “emotional being,” of some celebrities. Some of these celebrities have included Jennifer

Lopez, Michael Jackson, and Princess Diana (Fletcher 2015).

Personal Insight

As I mentioned while being a Digital Ambassador for the International Business Seminar

program, Lloyd’s of London was one of my favorite seminars to visit. As a result, I would rate this

seminar a 10 out of 10. One great thing about this seminar, overall, was there was a strong sense of

interaction from Peter Fletcher and Robin Erswell (2015), when discussing the various elements of the

firm. Though the firm has greatly evolved and transformed through various industries, it still holds old

traditions relating to its foundation of originally being a coffee house. For instance, the company keeps an

active written log of lost ships as well as has “waiters,” to keep up with general company affairs.

As a result, I think that this firm is a great example of a company that has learned to evolve with

market change in order to maintain long-term profitability. This reminded me of the subject of,

“Marketing Myopia,” by Theodore Levitt (1960). In this paper, Levitt states that, “there is no such thing

as a growth industry,” which seems to best summarize Lloyd’s ability to adapt as well as strongly ties into

Levitt’s (1960) topic point of “Population Myth.” In other words, a person, or entrepreneur, needs to

understand that nothing lasts forever, whether it is a life, a business, or an empire. When it comes to

various organizations, whether it is a business or a corporation, one has to understand the population myth

concept on, “growth industries,” in order to be properly innovative. Through innovation and flexibility,

organizations can survive, and thus, lengthen their endurance and permanency.

Overall, marketing myopia is a marketing strategy, which disregards, or rather, does not focus on

the needs of consumers. Instead, the company concentrates on the goal of selling specific goods and

services to the target market through the economic behavior of the consumers. The element of Marketing

Myopia can also occur when a firm develops wrong advertising strategies for a particular target market/

demographic group or vice versa. As stated by Theodore Levitt (1960):


“If thinking is an intellectual response to a problem, then the absence of a problem leads to the absence of

thinking,” (Levitt 1960)

Though the Lloyd’s of London seems to be highly successful, I could not help, but notice that the

company’s managing agents and syndicates have been steadily declining over time. When I first began

researching this firm in December 2014, it was said that Lloyds had 94 syndicates and 57 managing

agents (Appendix E). However, as of the presentation, it was mentioned that the firm was down to 56

managing agents and 91 syndicates by the end of 2014. In 2015, the firm now has 57 managing agents,

yet, now has 88 syndicates (Fletcher 2015). Overall, it has been stated throughout the presentation that the

risk industry is an unreliable market that has its ups and down. However, since I have professional

experience with marketing and corporate branding, I was curious if there was potential for creating a

sense of consistency for Lloyds through reviewing the firm’s current marketing practices. In this, this is

the area where I plan to conduct my case study of the firm, as well as formulate some recommendations in

regards to company direction.

Part II: Case Study Lloyd’s of London

Issue Addressed

Within this topic, we will be analyzing the marketing approach of the company, Lloyd’s of

London, and how it projects itself to the risk industry. We will look at why it is important for Lloyd’s to

develop business relationships on an international level. Additionally, We will review what issues arise

when developing strategies and products for the risk environment (Lloyds 2014). With this in mind, we

will dive into the concept of market intelligence, the role of underwriters within the firm, and the firm’s

method of branding itself on an international level. Finally, we will review how the company deals with

maintaining its business practices within a market that remains to be inconsistent.

In reference to an interview of Filip Wuebbeler, the Senior Manager of Lloyd’s Market

Intelligence team, in “Tailoring Intelligence for the Lloyd’s Market,” Wuebbeler discusses how it is

important to monitor, enhance, and promote data sharing within the company environment of Lloyd’s


(Lloyds 2014). Filip Wuebbeler joined the company back in the year 2004 with the goal of developing

and strengthening the firm’s market intelligence team (Lloyds 2014). With great success, Wuebbeler lead

a team of analyst in 2007 as way to provide the company with a list involving a competitor analysis of the

industry as well as strategic advice involving progress in bettering the international market as well as the

firm’s license development processes (Lloyds 2014).

In deeper definition, the Lloyd’s Market Intelligence team, which is also referred to as, “MI,”

analyses specialist insurance and reinsurance markets on a worldly level (Lloyds 2014). In reference to

the discussion with Wuebbeler, the market intelligence team’s niche in the industry setting allows them to

access market-level analytics on firm’s current status as well as indicate third party intelligence providers

and consultants (Lloyds 2014). However, the most essential thing that market intelligence does for

Lloyd’s of London is identifying key decision makers and thought leaders that are within the Lloyd’s

market (Lloyds 2014). These range from Lloyd’s country managers, brokers, and underwriters across the

globe (Lloyds 2014). Through doing the following, the market intelligence section is able to provide a

distinct advantage in effectively supporting Lloyd’s business development community (Lloyds 2014). To

add, it is stated by Wuebbeler that it aids in projecting insights that facilitate the market’s ability to grow

its profitably over the next few years (Lloyds 2014). As mentioned by Wuebbeler:

“The pace of change in the world is ever increasing – technologically, socially and

entrepreneurially,” (Lloyds 2014).

With this in mind, it is highly important for Lloyds to keep up with the current market due to the

fact that technology causes the industry to evolve faster than ever. Technology has become a major selling

point due to their interest in personalization, smartphone applications, and the customization of these

products. To add, the evolution of technology has aided in the expansion of market globalization, which

will continue to impact regional economic integration of cultural values (Lloyd, Trompenaars 1993). In

reference to what Wuebbeler stated in the Lloyd’s interview, during August of 2014, it was estimated that

8 % of the commercial insurance business originates in nations in which international marketing sectors

classify at developing countries or new emerging markets (Lloyds 2014). To add, Lloyd’s market

intelligence research indicated that by 2025, 25% of commercial lines will originate from these markets


which will hit premiums that will be worth around 380 billion, or more, in United States currency (Lloyds

2014). However, since the risk industry is inconsistent, this projection is subjected to change (Fletcher

2015).

“This means that it is vital for us to ensure that the Lloyd’s market is positioned well to take advantage of

these new markets. Accordingly, the team has a role in helping the market to “bake new pies ” to

paraphrase Tom Bolt’s advice to Lloyd’s business development community,” (Lloyds 2014).

In this, some major challenges in which Lloyd’s of London faces when formulating products for

the industry is the diversity among managing agencies within the firm (Lloyds 2014). As a result,

different opinions on how products and services are utilized will always be at hand (Lloyds 2014). To

combat this, Wuebbeler and other MI agents meet with market participants to understand their needs and

each week attend market intelligence consultancy sessions where they gain feedback from the market

environment (Lloyds 2014). This feedback is incorporated into product development and surveys of the

organization to understand insurance opportunities when developing class reviews of certain items

(Lloyds 2014).

However, one of the strongest issues that Lloyd’s has as to date relates to the difficulty of finding

safe and appropriate ways of sharing products with the market (Lloyds 2014). Overall, there has been no

effective way of sharing sensitive and tailored information (Lloyds 2014). Although Wuebbeler states that

at the beginning of August 2014, a MI Portal via Secure Store was launched with the purpose of allowing

managing agents obtain information through a secure portal (Lloyds 2014). This system has been given to

managing agents which electronically view a version of the firm’s global data tools (Lloyds 2014). These

tools are tailored to their syndicates’ information (Lloyds 2014). Additionally, Lloyd’s has created a

Market Intelligence portal to distribute insurer and broker profiles along with in depth market insight

reports on major developing countries such as Indonesia and Brazil (Lloyds 2014).

“While the team has been around for the past ten years, there has been no better time and greater need for

our market to have access to the MI data and insight we produce. The team has a significant role to play in

making Lloyd’s ambitious Vision 2025 goals a reality. I would like to ensure that all managing agents have

access to in depth, timely and tailored intelligence that suits their business needs,” (Lloyds 2014).

http://www.lloyds.com/news-and-insight/news-and-features/interviews/interviews-2014/bolt-a-prescription-for-dealing-with-the-soft-cycle


As stated by Sheth and Mittal (2004), three factors that influence customer behavior as well as

trends within the market environment include the change in demographics, advances in technology, and

changes in public policy. In reviewing the following in regards to Lloyd’s of London’s research from its

market intelligence department, the issue at hand is that Lloyd’s is having issues with keeping up with the

international environment due to the fact that their technology is not up to date with completely securing

information control for its members. In today’s modern environment, technological advancement is one of

the greatest trends and interest within the consumer environment. This is for the reason that the control of

information, the rise of smart products, the access to products, and mass customization have made a major

impact on business and other external elements which can influence customer behavior (Lloyd,

Trompenaars 1993).

When discussing the question of information control, the sharing of information has greatly

increased thanks to computer storage and the internet. In all, the internet promotes the free sharing of

information which gives customers a better knowledge base when comparing products and therefore, a

greater variety of choices. As a result, business competition has become stiffer and will continue to be in

regards to the ability of possessing information “on demand,” thus giving forth a major challenge when

attempting to expand a business. To add, the evolution of smart products has given people the ability to

respond more quickly to decisions as well as access products anytime and anywhere. With this ability,

consumers are given a greater sense of convenience as well as an opportunity to customize elements to

satisfy their needs.

“…advances in technology have already given customers increased access to information, newer

generations of products, automation of transaction processes to provide customers with greater flexibility

and control, and access to customized products,” (Sheth, Mittal 2004).

Current Practice

When an individual looks at the firm’s current corporate branding, one can see that the the

backbone of this formulation and innovation is the company’s underwriters (Fletcher 2015). This is for

the reason that the majority of business that is conducted by the firm is facilitated by its brokers who


ignite the risk transfer process between the company’s policy holders and their underwriters (Fletcher

2015). Once the client discusses their needs to the other party, specialist underwriters for each syndicate

price then underwrite and take over the claim issues that are related to any potential risk (Fletcher 2015).

The underwriters are one of the primary groups that works with market intelligence within the company

of Lloyd’s due to their innovation and strong collaboration skills. Due to their various requirements and

obligations, the underwrites are the core element to maintaining the firm’s reputation (Fletcher 2015).

In reference to the firm’s branding policies, Lloyd’s underwriters have their own logos to identify

their association with Lloyd’s. These logos can be utilized for promotional purposes, hence, advertising

products, or on insurance documentation However, this is only acceptable if the documents identify

Lloyd’s underwriters as the sole insurers (Guidelines 2015). The preferred version to use is the block logo

(Appendix F). However, where space is restricted or there is a clash with branding, the linear logo may be

applied (Appendix G). Lloyd’s Underwriter logos and The Arms of Lloyd’s may be used on insurance

policy documentation, but not for promotional purposes. Insurance documentation is defined as forms

issued with the authority of underwriters as evidence of a contract. If the logo is applied to product

promotion, a relevant qualifying statement must be provided (Guidelines 2015). Otherwise, the logo must

be used for activities specific within the firm’s internal affairs.

As stated by the company of Lloyd’s of London, the purpose of their brand is to bring a sense of

strength an clarity amongst its competitors (Brand 2015). This is their intent due to the fact that the firm

has a long-standing reputation for many centuries as well as a strong international reach. However, as

mentioned by Lloyd’s, this aspect will only remain if their is a sense of consistency amongst their

branding (Guidelines 2015). As a result, this is why there is a strong protocol when utilizing the brand of

Lloyd’s. To add, consistency aids in promoting the knowledge and history of the firm. As mentioned by

the firm:

“In a number of jurisdictions (including the US) there are strict rules that limit the extent to which Lloyd’s

and products underwritten by Lloyd’s underwriters can be promoted. This may include restrictions or

references to Lloyd’s and on references to the association of Lloyd’s with particular products. It is

important that in addition to these guidelines you ensure all local laws and regulations are met in this

regard,” (Guidelines 2015).


With this, Lloyd’s of London refers to this as “constant originality.” The reason that it is referred

to as this is for the reason that it encapsulates the firm’s historical qualities which make the company

unique against its competitors (Brand 2015). In other words, the, “constant,” promotes the firm’s

traditions, reputation, and trust orientation with employees and clients while the, “originality,” is in

reference to the firm’s creativity and innovative solutions for risk situations as well as the firm’s

willingness to be different, which has permitted the firm to adapt, survive, and prosper for over 300 years

(Brand 2015). Lloyd’s constant originality is defined as the company’s concept of branding that is the

condensed expression of what the firm stands for within the risk market (Brand 2015). As discussed by

the firm, it is not a slogan, it merely a representation of what the firm is to its customers as well as its

employees (Brand 2015).

The company of Lloyd’s is said to have four brand values which define the meaning of the firm as

well as identify the design aesthetic for their brand (Brand 2015). These brand values include an appetite

for risk, intuitive expertise, agility, and dependability (Brand 2015). When discussing the firm’s appetite

for risk, Lloyd’s of London states that this is defined as the company’s enthusiasm to consider the risks

that other competitors do not undertake (Brand 2015). The intuitive expertise of the firm is based on the

company’s willingness to trust common sense as well as base it on experience and scientific business

models (Brand 2015). Finally, agility refers to the firm’s structure which promotes freedom in decision

making and productivity while dependability relies on the security and solidity of the firm’s reputation for

paying claims (Brand 2015).

Because of these aspects, Lloyd’s of London’s brand has a personality, which is meant to bring

the elements of confidence and flair (Brand 2015). This is done through visual expression, employee

presentation, and its long-standing history (Brand 2015). However, through this, the goal of the company

is to be innovative, not predictable, in a bold, but fashionable manner (Brand 2015). In doing this, it

expresses’s the firm’s goal to be a leader within its industry. Additionally, it shows the firm’s ability to

adopt new ways of conducting business as well as celebrating its older traditions and practices (Brand

2015).


In all, Lloyd’s of London has the right outlook when using its brand to adapt to changes,

emphasize its reputation, and promote innovation. However, due to its protocols with branding as well as

it slow progression to new information technology due to the firm’s fear of information control, I believe

that this may be related to flaws in the organizational structure of the firm. Though the firm is innovative,

Lloyd’s of London expresses many characteristics of a modern mechanistic organization along with a

modern bureaucratic culture (Daft 2013).

In definition, the modern organization is not only efficient and standardized, but it is also

considered logical and rationally planned out (Daft 2013). The modern organization can have boundaries,

a division of labor with a narrow range of tasks where employees are scientifically selected for their

positions, conformity, impersonal relationships, rational administrative rules that can be applied to all that

are among the organization, and a sense of hierarchy (Daft 2013). Overall, a mechanistic design refers to

the fact that the organization is hypothetically assembled through standard rules, procedures, and a strong

hierarchy of authority (Daft 2013). For this reason, the organization becomes very machine-like which

makes it highly centralized (Daft 2013). To also add, tasks become a major part of this type of structure

(Daft 2013). Tasks are pieces of work that are narrowly defined and assigned to an individual (Daft 2013).

This strongly supports my reason to believe that Lloyd’s of London best fits this type of modern

organization.

“Centralization means that decision authority is located near the top of the organization hierarchy.

Knowledge and control of activities are centralized at the top of the organization, and employees are

expected to do as they are told,” (Daft 2013).

The modern organization’s culture is truly related to the concept of being a bureaucratic culture

(Daft 2013). The bureaucratic culture possesses a strong internal focus as well as consistency within the

organization (Daft 2013). Like the modern organization’s general characteristics, this culture promotes a

methodical approach to various tasks and expectations (Daft 2013). As a result, symbols, ceremonies, as

well as heroes are applied to reinforce the cooperation, traditions, and polices of the environment (Daft

2013). These aspects are meant to help achieve goals (Daft 2013). Overall, this culture brings forth order

and predictability, which correlates well with the modern organization (Daft 2013). However, this usually


works well when environmental factors remain stable, which makes it more challenging when bringing

forth adaptability (Daft 2013).

The final issue at hand with the company of Lloyd’s is that it is a firm that possesses a strong

sense of power distance and some elements of uncertainty avoidance, especially within its marketing

sector. As discussed by Geert Hofstede (1993), power distance is defined as how a lower level employee

reacts to more powerful members and their decisions. Though power distance has been proven to be

beneficial, there are studies which have indicated that power distance can inhibit communication, which

could bring forth setbacks within productivity. One of the major studies was conducted by the Agency of

Healthcare Research and Quality, which stated that high power distance could even inhibit patient health

and care due to the lack of cross-functional business structures (Schoenfelder 2014).

According to the Agency for Healthcare Research and Quality, ineffective communication among

healthcare professionals is one of the leading causes of medical errors and patient harm. Nurses cite

communication issues with physicians as one of the two most highly contributing factors to patient-care

errors,” (Schoenfelder 2014)

Uncertainty avoidance is the level which individuals of a certain cultural network feel threatened

by ambiguity, in which they attempt to avoid equivocal situations by providing greater sureness. In all,

businesses and managers prevent this issue through opposing deviant ideas and behavior, promoting

formal regulations, identifying truths, attaining reliable expertise, and providing employees with career

stability. Though the concept here is concerning uncertainty within the employee culture, it is important to

note that uncertainty can cause resistance since it less predictable than risk. As noted in by Lee,

Garbarino, and Lerman (2007), some people engage in risky behavior in order to reduce uncertainty. For

instance, a person may start a fight as a way to determine the 50/50 outcome verses waiting to see who

will strike first. Though the firm, Lloyds of London, possesses many of these qualities, it is important to

be reminded of since it is an environment that deals with risk.


“According to Rogers (1995, p. 6), “uncertainty implies a lack of predictability, of structure, of

information”. Thus, the purchase and/or trial of a new product or brand brings a level of inherent

uncertainty,” (Lee, Garbarino, Lerman 2007).

Recommendation

Lloyds of London is a company with very innovative ideals. Yet, the firm possesses aspects of a

hierarchal society that has minimal communication between the departments, even with an innovative

team with fresh ideals. In order to make the company consistent, the firm needs to transform the

organizational structure of its marketing team as well as enhance cross communication skills on a

technological level to promote efficiency. Additionally, power distance issues within the market sectors

are at hand as well as lack of information sharing because of security controls. Though these security

controls are based on the good intention of securing customer safety, in order to stay ahead of its

competitors, Lloyd’s of London needs to take on an even larger, “risk,” since technological advancements

are causing the market environment to be more ample.

When reviewing the postmodern organization, the structure can be classified as being a horizontal

structure (Daft 2013). The horizontal structure is a new approach that organizes employees around certain

primary processes (Daft 2013). By transforming the company of Lloyds into a horizontal structure, the

organization would have to reengineer its commutations skills through increasing their information

technology team in order to create more file sharing systems. Also called business process engineering,

reengineering is the transformation of a vertical structure into horizontal processes (Daft 2013). By doing

this, core processes are emphasized through the work of employee teams that work together to serve its

customers, which limits power distance. The reason why it limits power distance is for the reason that

there is little focus on narrow jobs designations (Daft 2013). The horizontal structure allows all

employees to work on a particular process, which gives forth a greater opportunity for communication as

well as taking larger, but reasonable risks (Daft 2013). As a result, the uncertainty avoidance within

marketing and technology would be well handled.

“Reengineering changes the way managers think about how the work is done,” (Daft 2013).


A great example of a firm that seemed to take and apply this process to its marketing team would

be the Wimbledon Championships. As stated in their seminar, the firm struggled greatly with finding the

right voice in order to fit customer needs as well as communicate their brand. As a result, the firm went

through a reengineering process, hence, “The Master Plan,” (Jones 2015). They then learned that they

needed to promote their communication both internally and externally in order to meet their goals (Jones

2015). By doing the following, the implementations proved to be highly successful and they have

expanded on a global level (Jones 2015). However, one of their major transformations in their market was

when they allowed customers to take photos of their interior since this promoted their social media

standing, which marketed Wimbledon on a further level (Jones 2015).

Though Lloyd’s of London already has a strong brand and a substantial reputation to begin with,

the issue of Wimbledon is still an important one to consider. Though the issue of social media cannot be

applied to Lloyd’s situation since they need to value client security protections; marketing as well as

general communication must be widened on an internal level in order to promote productivity in order for

the firm to remain consistent within an inconsistent environment. In addition, it definitely seems that

marketers will have to look to the future in order to stay ahead of the ever-changing cultural behavior of

the International Market. As mentioned in Chapter 2 of Sheth and Mittal (2004), three factors that

influence customer behavior include the change in demographics, advances in technology, and changes in

public policy. In the past centuries, one of the primary elements which has changed customer behavior has

been public policy, especially within the U.S. However, the main driver for consumer behavior evolution

will be technological advancement.

This is for the reason that the control of information, the rise of smart products, the access to

products, and mass customization have made a major impact on business and other external elements

which can influence customer behavior. As stated by Wuebbeler, having a wider range of secure portals

would aid with the firm’s issue of finding appropriate ways to share its products with clients, employees,

and the market, in general (Lloyds 2014). By doing this, I think the company will be able to truly signify

its brand since it will become fully adaptable in its methods, consistent with its proficiency, and hold a

strong sense of security, yet, will still hold the positive bureaucratic essence of tradition and rich history.


“…advances in technology have already given customers increased access to information, newer

generations of products, automation of transaction processes to provide customers with greater flexibility

and control, and access to customized products,” (Sheth, Mittal 2004).

Referring to information control, I think that technology will have a strong influence on the

future. This mainly due to the issue of, “what,” information can be regulated by various government, and

the question of information ownership. With this, political, religious, and central planning ideologies will

continue to evolve along with technological concerns and benefits. This is for the reason that technology

has elements that continue to meet aspects which meet up with values that relate to individualistic/

masculine characteristics in accordance to Hofstede (1993). In regards to this, I would hope that

businesses of the next generation keep this in mind when considering implementation tactics that are

targeted towards international consumers since culture goes hand in hand with purchasing behavior.

“Paying attention to customer behavior and fashioning a business to respond to a business to respond to

customer needs, desires, and preferences amounts to business democracy for a nation’s citizens and serves

both public and private interests,” (Sheth, Mittal 2004).

Part III: Country Overview

European Union - France Background

From a historical sense, France has shown to be a key player in political leadership within

Europe. The country has been known to be the center of economic and humanity issues in both the first

and second world wars of the 20th century (Dimireva 2014). In this, France was one of the primary

founders of European economic integration after Word War II as a means to rebuild its nation as well as

reunite with other countries to promote peace (Dimireva 2014). The key to successfully building the

European Union was the issue of the Franco-German cooperation, which was initiated in the new

millennium (Dimireva 2014). This was for the reason that both French and German leaders at the time

voiced similar opinions in reference to the US-led campaign in Iraq. The five French overseas entities

include French Guiana, Guadeloupe, Martinique, Mayotte, and Reunion. As of recent, these regions and

were made part of France proper (Dimireva 2014).


The French economy is diversified across all sectors. In all, the nation has a strong industrial

economy and an efficient farm sector (Dimireva 2014). Main activities include automobile

manufacturing, aerospace, information technology, electronics, chemicals, and fashion (Dimireva 2014).

The government has partially or fully privatized firms which include Air France, France Telecom,

Renault, and Thales (Dimireva 2014). However, the government holds a constant presence in sectors such

as energy, public transport, and defense. In all, it is stated that one of France’s largest industries of all is

tourism since it has the largest income within the industry on a international level (Dimireva 2014). This

is for the reason that France receives 79 million foreign tourists per year. With this, France is said to be

the most visited country in the world (Dimireva 2014).

Economy

In reference to its political standing, French leaders have stated that they will remain committed

to a capitalist mindset (Dimireva 2014). However, many have continued to maintain a sense social equity

by means of laws, tax policies, and social spending (Dimireva 2014). As a result, it is suggested that that

this has a tendency to mitigate economic inequality, which invokes social disorder and protests among

citizens (Dimireva 2014). In 2009, France hit an economic downturn in which it has recovered from

slowly (Dimireva 2014). Additionally, the nation’s high spending on social protection along with slow

market growth have have harmed the financial status of France. As of 2008, the French budget deficit rose

sharply from 3.4% to 7.5% of GDP in 2009 (Dimireva 2014). By 2013 the GDP percentage was at 4%,

yet, the country’s public debt rose from 68% to 94% of GDP (Dimireva 2014). France’s unemployment

rate in 2013 increased to 10.5% and has continued to be an issue (Dimireva 2014). Youth unemployment

has also been a major problem within the metropolitan areas of France (Dimireva 2014).

Paris has taken extreme precautions as a way to implement the budget deficit under the 3%

ceiling as well as assist the commitment to fiscal discipline (Dimireva 2014). This was applied during a

period of intense financial market scrutiny in regards to the euro-zone debt crisis (Dimireva 2014). After

advocating a relaxed fiscal policy, greater state support for employment, the separation of bank’s

traditional lending activities, increasing tax rates, and hiring an additional teachers during his five-year

term, Francois Hollande of the socialist party won the presidential election in 2012 (Dimireva 2014). For


2014, the French government introduced a temporary 75% tax on wages that were over one million euros,

which was to be paid by employers (Dimireva 2014). Overall, France's borrowing costs have declined in

recent years for the reason that investors are interested to the liquidity of French bonds (Dimireva 2014).

Insight

When visiting Paris, France, I couldn't agree more that it was a beautiful city. The location has a

unique blend of ancient buildings along with modern architecture. Since I spent a lot of time within the

city, there seemed to be a mixed sense of cultural diversity and general orientation. In reference to the

political standing of the country, I definitely noticed that the public transportation seemed to be fairly

clean, especially when compared to my personal experience of the New York Subways. This is most

likely due to the government’s role in aiding social means. However, there were some areas that were

surprisingly distasteful, even when compared to the rough areas of Manhattan, NY. Additionally, learning

that many European countries, including France, make citizens pay to use the public restroom in order to

promote, “clean conduct,” also seemed shocking, for I never experienced this while living in Japan or

traveling anywhere else.

Culturally, I can see how Americans strongly differ from the French due to country’s Latin based

orientation, as stated by Graham L. Brown (2015). As mentioned by Brown (2015), there are variations

of Anglo-Saxon and Latin based culture which aid in expressing how each approach professional and

legal circumstances. The United States is considered to be influenced by the Anglo-Saxon cultural

standing since the national government is tied to concepts referring to the Magna Carta verses Ancient

Roman Government. Besides being based on a Ancient Latin system (Brown 2015), France has adapted a

governmental approach which has formulated into presidential-parliamentary system that possesses

hybrid elements when conducting its practices (Dimireva 2014). In all, the French cultural approach is

unexplainably different, but unique overall.

United Kingdom - England Background


The United Kingdom consists of Whales, England, Northern Island, and Scotland. Overall,

England is the largest country of the United Kingdom. With this, the English account for more that 80%

of the population while the Scots make up 10% (UK 2014). The country of England has a long history in

regards to regulating international affairs (UK 2014). To add, it is one of the world’s first industrialized

countries and has the globe’s oldest parliaments (UK 2014). Though its empire diminished its role as a

global power after World War II, the nation still has a strong cultural influence (UK 2014). Additionally, it

fulfills a crucial role within the UN, EU, and Nato (UK 2014). However, the United Kingdom chose to

remain outside of the economic collaboration of the European Union and remains to be its own economic

structure. Overall the United Kingdom has a very diverse immigrant population due to its involvement

with colonization (UK 2014).

The United Kingdom governmental structure consists of a constitutional monarchy and

parliamentary democracy. Approximately 700 people are allowed to sit in parliament’s upper house (UK

2014). This includes the House of Lords, life peers, hereditary peers, and bishops. Scotland has a small

parliament in Edinburgh while Whales has an Assembly in Cardiff with more limited authority (UK

2014). The main chamber of parliament is the lower house and the House of Commons (UK 2014). This

section has 646 members that are elected by universal suffrage. Overall, the United Kingdom has the third

the largest economy in Europe. However it is attempted to remain services-based, yet, it still maintains a

industrial capacity in regards to high technological sectors since it still sits at 10% of economic output. As

seen during the Lloyd’s of London presentation, the City of London is a world center for financial

services. (Fletcher 2015)

Economy

Over the past two decades, the United Kingdom’s agricultural sector of their economy has been

considered to be highly efficient by European standards (UK 2014). On an international level, the United

Kingdom produces about 60% of international food needs. From an industrial stance, the nation has large

coal, natural gas, and oil resources. However, these reserves are steadily declining (UK 2014). With this

in mind, services such as banking and insurance are key drivers of British growth since manufacturing has

declined in importance. In the mid 1990’s the United Kingdom experienced an abundance of economic


growth which put it ahead of its European predecessors (UK 2014). However, in the year 2008, the global

financial crisis hit the economy hard since the United Kingdom is the global leader of finance. The

following crisis pushed the British economy into recession at the end of 2008 (UK 2014). As a result, the

government implemented several measures to stimulate the economy and financial markets. These

precautions included nationalizing parts of the banking system, cutting taxes, suspending public sector

borrowing rules, and limiting public spending on capital projects (UK 2014).

As debt and deficit continued to worsen, political leaders in 2010 began a coalition government

between the nations leading parties which initiated a five-year austerity program. The goal was to lower

London's budget deficit from 11% of GDP to 1% by 2015 (UK 2014). In November 2011, because of the

euro-zone debt crisis, Chancellor of the Exchequer George Osborne stated that the austerity measures

would extend through 2017 and thus, the government raised the value added tax from 17.5% to 20% (UK

2014). Additionally, the Bank of England implemented an asset purchase program of 375 billion pounds

in December 2013 (UK 2014). Since the United Kingdom has chosen to remain outside of the European

Economic and Monetary Union, the Bank of England coordinates interest rate with the European Central

Bank only during times of economic downturn (UK 2014). As of recently, the United Kingdom budget

deficit is falling, yet, still remains high at nearly 7% (UK 2014). Overall, public debt has continued to

increase over the past several years.

Insight

In all, I really enjoyed traveling to London, UK. In a lot of ways, I found the history and

atmosphere of London to be more interesting in relation to Paris. When having my free day in London

after the seminars, I took a strong interest in touring the city. Some of the major areas that I visited was

the Tower of London, Westminster Abbey, and Greenwich Park. At the Tower of London, I viewed

artifacts there such as the execution monument as well as the crown jewels. As for Westminster Abbey,

the interior is really beautiful. Some major highlights of what I saw was the tomb of Sir Isaac Newton,

Queen Elizabeth I, Bloody Mary, Mary Queen of Scotts, Edward Long-shanks, and some other important

individuals who died long ago. Many of the coffins were decorated intricately.


It was interesting to see how the styles of certain tombs changed over time. However, the beauty

of the gothic structure was the most neat to me. Greenwich was an exciting experience as well since it is

the location of where the prime meridian resides. Since the United Kingdom is an Anglo-Saxon based

culture, I felt that I had a stronger cultural understanding of British cultural orientation. In many ways, the

United Kingdom is truly a nation that prides itself on its historical standing and government foundation,

as stated by Brown as well (2015). I believe that this aspect of cultural perspective is stronger in the

United Kingdom verses the United States. This was not a surprise to me since my Grandmother is from

England and she is very much imbedded within the pride of British history. With this, I think that I had a

stronger connection with the experience I had in London, UK.

Conclusion

As I have mentioned countless times, for the 2015 Winter MBA Program, International Business

Seminars really aided me both personally and professionally. For one, the seminar brought me a head on a

professional level, especially since I was a Digital Ambassador for the Program. Through working on this

project, I was able to blog about my experiences and compare it to the time I lived in Japan as well as

compare it to my professional and educational background. Through coming back from the seminar and

coming back to the American Corporate environment, I was able to see strong differences between the

European, United Kingdom, and American business cultures. As stated in Graham Brown’s (2015)

presentation at Paris Chamber of Commerce in France, there are Anglo-Saxon based cultures and Latin

based cultures, in which all have their own cultural knits as well as “idioms,” about each other. With this

in mind, I tend to relate Hofstede’s (1993) work often when regarding corporate environments due to my

trip abroad as well as in relation to the presentations I saw during my International Business Seminar trip.

Since my work experience has spanned over various types of marketing, advertising, and

merchandising fields; I felt that the Wimbledon tour really pertained to me in this area. Wimbledon’s

Ashley Jones (2015) particularly focused on their methods to corporate branding and how it relates to

design aesthetic, which I could comprehend to since I have worked with corporate branding on various

levels. Additionally, I had to study much of this in my undergraduate work since branding in the fashion


industry is extremely important since design aesthetic is a major player in this market. However, with my

marketing experience and insight, I feel that I was able to give a sound recommendation for improving

Lloyd’s of London’s market status within the risk industry. Overall, Lloyd’s has a strong historical

foundation which is well expressed in their business atmosphere. There is a lot of tradition within this

business structure, and the company has gone to great strides making this sense of tradition fit well within

their modern corporate setting. Since I have a desire to form my own business in the future, I find this

aspect of their company to be inspiring.

Tangible and intangible benefits that I received from this tour was being able to explore on my

free time. Additionally, I was able to interact with students from different universities and programs and I

was able to meet and talk directly to countless leading corporations in France and the United Kingdom. In

that, I was able to take back a lot of information as well as build relationships with outstanding corporate

leaders from major, top of the line, international companies. In all, it brings me a lot of confidence and

positivity when building my career for the future since my personal network and perspective has grown so

greatly. Working on this paper has allowed me to develop and grow on an educational level. When

looking at my notes from the trip, its amazing to see how much one can learn in 10 days in regards to

international business, corporate culture, finance, marketing, and so much more. Again, if I were able to

do this once more, or multiple times, I would do it, it was both fun and educational. It has inspired me to

travel more on both a personal and professional level. This program is amazing, the people are great, and

I would recommend the International Business Seminar MBA Program to everyone.


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Appendix

Appendix A

American Herbal Essence Facebook Wallpaper Ad

Courtesy of: https://www.facebook.com/herbalessences

!

https://www.facebook.com/herbalessences


Appendix B

German Herbal Essence’s Facebook Wallpaper Ad:

Courtesy of: https://www.facebook.com/herbalessencesdeutschland

!

https://www.facebook.com/herbalessencesdeutschland


Appendix C

LMUK: Partner Verses Supplier (Partners are Teamates)

Supplier Partner

Understand Pros X

Technical solution X X

Meet schedule X X

Customer confidence X X

Affordable X X

Right Values X


Appendix D

LMUK Amphill 2014 Capture Priorities

Vehicle Systems Special Projects Mission Support

WCSP and growth AWE LEAPP UK Growth internationally

ABS support Manpower Support TacScope Services

Scout and Growth Manufacturing F-35 Sustainment

Challenger 2 LEP Outsourcing Desert Warrior

Qater IFV Deterrent Support Services

MRV (P) Legacy/Payback center UK land support

Future International Opportunities

LM Space Apache CSP/Weapon Services


Appendix E

Lloyds of London: How the Market Works


Appendix F

Lloyds Logo: Block Version Example


Appendix G

Lloyds Logo: Linear Version Example

ibsfinalpaper_robbins-3

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